Author Roy Swan believes it is possible to shape a “positive sum” economic system “rooted in democracy, morality and reason” that values people as well as profit, reviewer Hilary Pearson writes.
Middle managers are a critical part of organizational intelligence, Stephen Murgatroyd writes. If the middle is weak, change becomes compliance, theatre, or resistance. If the middle is strong, change becomes learning.
Instead of asking, “Who is the best leader?” contributor Stephen Murgatroyd argues, boards should be asking, “What kind of leadership is required by this organization now?”
Boards that continue to recruit yesterday’s leadership profile will unintentionally constrain their organizations’ future capacity. Contributor Stephen Murgatroyd outlines the core capabilities non-profit boards should prioritize when appointing executive directors in 2026.
The upcoming review of Canada’s disbursement quota will reopen familiar questions about how much capital should move out the door each year, but if the sector debates only the percentage that must be granted, it leaves untouched a much larger question: what is the rest of the capital doing while it waits?
The former executive director of the Laidlaw Foundation didn’t just effect change, those who knew him say – he changed how people think and the way philanthropy works.
The average is a useful tool, Sara Wilson writes. But when we build systems around what is statistically typical, we routinely fail the people at the edges.
Rather than seeking incremental changes, the social sector is being called upon to reclaim a larger role in Canadian society, Abdul Nakua suggests. He offers three areas of development and three key investments for consideration.
